EarthSmart: FedEx and NFWF Team Up to Address Local Conservation Challenges

It all started with a spark.

On June 11, 2013, the most destructive wildfire in Colorado’s history began in Colorado Springs. For two weeks, the Black Forest fire waged a ruthless war on the surrounding area, decimating thousands of acres, hundreds of homes and taking two lives. As residents of the local area themselves, FedEx team members were deeply affected by their own personal and community losses and wanted to help. Their efforts, begun in 2013, became the foundation for an environmental restoration and recovery effort that continues today, helping communities affected by the Black Forest wildfire heal.

As it had in the past following similar wildfires, FedEx supported community environmental recovery efforts through its EarthSmart Outreach program, providing critical resources in the form of volunteers and funds to aid local NGO’s restoration efforts.  Over the course of 2013-2014 EarthSmart Outreach efforts, seventy-one volunteers donated more than 350 hours restoring the area ravaged by the Black Forest wildfire, planting grass seed and creating log erosion barriers in collaboration with the Rocky Mountain Field Institute (RMFI).   Randy Smith, IT manager at FedEx Services in Colorado Springs, has coordinated employee volunteer events between FedEx and RMFI for the past four years, including recovery projects following the Waldo Canyon fire. “We’ve just fallen in love with RMFI,” Smith said. “What they’re doing in our communities is huge and being able to support RMFI through FedEx feels incredible. Every team member who comes out here to do this is a happier person.”

While some communities – like those in Colorado – face obvious environmental needs in the wake of natural disaster, others grapple with more hidden urban environmental challenges, such as the infiltration of invasive plant species, diminishing urban watersheds, park degradation and natural habitats at-risk. For the sixth consecutive year, FedEx is collaborating with the National Fish and Wildlife Foundation (NFWF) to address these issues and more through its EarthSmart Outreach program – an annual initiative extending the company’s enterprise-wide sustainability commitment to local communities.

Chartered by Congress in 1984, NFWF’s mission is to sustain, restore and enhance the nation’s fish, wildlife, plants and habitats. Coinciding with the FedEx desire to maintain clean, healthy and sustainable places to live and work, FedEx and NFWF joined forces in 2009 to provide funds and manpower to a handful of local nonprofits’ environmental projects. Since then, the collaboration has yielded over $15 million to support more than 80 environmental projects in cities across the U.S.

In 2014, FedEx and NFWF grants totaled over $940,000, and will be matched with grants from local municipalities and agencies to yield over $2.6 million in support of 20 critical environmental sustainability projects this year. Beginning April 8 and running through June 20, over 800 FedEx team members will come out to volunteer in these community projects. To see FedEx team members and EarthSmart Outreach in action, visit the company’s Twitter and Facebook pages throughout this spring and summer.

See more at: http://3blmedia.com/News/EarthSmart-FedEx-and-NFWF-Team-Address-Local-Conservation-Challenges#sthash.8hADW5gE.dpuf

Case Study: Creating Accountability for Sustainability

Case Study: Perdue Farms, Inc. – Creating Accountability for Sustainability

Creating an environmental scorecard, integrating an environmental platform into the company goals and linking performance to compensation communicates the importance of sustainability and creates accountability. Based on the success of the company’s quality and safety strategy, Perdue’s Corporate Environmental Services group developed a process and collected data to measure where the company ranked on its environmental performance. The result was an Environmental Scorecard designed to define and quantify what environmental responsibility means to Perdue and provide a baseline for the company to measure continuous improvement and progress.

For each Perdue operation, the Environmental Scorecard has metrics that measure progress in two key areas: environmental compliance and environmental sustainability. These reflect what is important to Perdue – being consistently compliant and reducing the company’s environmental footprint. Regarding environmental compliance, the company reviews the results of audits, regulatory notices, and the timeliness of environmental reporting. Perdue’s sustainability efforts are aligned under three platforms: reuse and recycle, research and innovation, and community outreach. The scorecard includes challenge goals for recycling, green team activities (including energy, utility and natural resource conservation results), associate engagement, and use of an internally-developed Environmental Management System.

Since 1993, Perdue has set annual goals, a shared accountability for all associates, in the areas of People, Products and Profitability. The “3 Ps” as the company calls them, were based on founder Frank Perdue’s belief that if you treat people right and produce quality products, profitability will follow.  In 2013, a new company goal was added, a fourth “P” for Planet. The goal, to responsibly manage Perdue’s use of natural resources, has now become a corporate initiative, shared by every associate across Perdue Farms, with each associate accountable for and empowered to achieve the company’s Environmental Scorecard goals. Adding a Planet goal elevated Perdue’s environmental sustainability efforts to the highest level of accountability. The company has gone a step further by incorporating performance against the Planet goal into compensation. It is now a criteria within the Management Incentive Program, Perdue’s bonus program.

[This case study was featured in the GEMI Quick Guide for Cultivating Sustainability within an Organization]

Case Study: Employee Engagement in Waste Minimization – Ashland

Case Study: Employee Engagement in Waste Minimization – Ashland

The right partnership and a culture of sustainability make a big difference.

Employees at Ashland Consumer Markets (ACM) East Rochester, Pa., site have taken on the challenge to decrease environmental impact by curbing energy usage, reusing, reducing and recycling waste. In the past two years, ACM facilities across the globe have combined to recycle approximately 8.3 million pounds of materials while reducing the amount of solid waste generated by 10 percent. There has been significant effort placed on educating employees on conserving, eliminating, reducing and recycling waste.

As a leader in recycling and waste reduction, the East Rochester plant initiated the program more than three years ago by establishing housekeeping and maintenance standards that eliminated many leaks and drips, thus reducing oily water shipments. The ACM engineering group even designed a drip less sample port that eliminated drips and collection buckets that were always a challenge to manage. In the past, these containers collected storm water, additives and oil that ended up as a waste stream rather than being used in product. In the past fiscal year, the site reduced its oily waste shipments by 99,000 pounds.

The team then identified the next opportunity – reduce waste generated from operations. Their mission was to make recycling convenient and easy so that it can be sustained. Employees set up a central collection area by the plant maintenance shop to collect and segregate miscellaneous waste for recycling. Teaming up with the right recycler also made a big difference. The recycler takes all of the site’s recycled materials, allowing for more frequent shipments and less storage. “If sorting materials is a challenge for other sites, consider teaming up with recyclers that will take mixed materials and sort the waste streams,” suggested Mike Critchlow, plant manager at the East Rochester site.

The results are significant – last fiscal year, East Rochester reduced its overall solid waste generation by 48 percent and increased recycled materials by 26 percent. “Our sustainable successes in increasing our recycling efforts and decreasing solid waste generation could not be accomplished without the efforts of all of our employees,” said Critchlow. “In East Rochester, our team has been extra diligent in ensuring all items that can be recycled are placed in the proper receptacle. Recycling has become sustainable and is part of our culture.”

ACM’s Ten Team and operations manager at the ACM Cincinnati facility are now standardizing East Rochester’s practices across the ACM supply chain. For example, the Cincinnati and East Rochester plants both changed their recycling companies and the new company began accepting many materials that had previously been land filled as solid waste.

[This case study was featured in the GEMI Quick Guide for Engaging Employees in Sustainability.]

FedEx Global Citizenship Report

FedEx Releases 2014 Global Citizenship Report

MEMPHIS, Tenn., April 2, 2015 — FedEx Corp. (NYSE: FDX) announced today the online release of its 2014 Global Citizenship Report (GCR). Now in its seventh year of publication, the GCR tracks the company’s efforts to connect the world in responsible and resourceful ways.

Among the most notable accomplishments detailed in this year’s GCR, FedEx made significant strides in its commitment to environmental impacts, saving 100 million gallons of jet fuel at FedEx Express and avoiding more than 976,000 metric tons of carbon emissions. The accomplishments were results from FedEx® Fuel Sense and aircraft modernization programs. Since 2007, Fuel Sense initiatives have collectively saved the company more than 330 million gallons of jet fuel, the equivalent of 500 Olympic-size swimming pools.

“What you see in this report is a testament to the extensive work of more than 325,000 global team members,” said Mitch Jackson, vice president of Environmental Affairs and Sustainability, FedEx Corp. “We connect people and possibilities on six continents, and we work to do so responsibly and resourcefully. Whether that’s reducing emissions, improving pedestrian and road safety or using our logistical expertise to help others in times of disaster, we aim to deliver a brighter future and link people to thriving markets and economies.”

FedEx connects more than 90% of the world’s GDP and has a presence in 220 countries and territories. As represented in its logo, the company moves possibilities forward and applies that concept to its efforts of improving economic development, the environment, communities and people.

Highlights from this year’s GCR include:

Economic Development

In its fiscal year 2014, FedEx revenue grew by 3% and its operating margin rose to 7.6%. This economic activity creates wealth and opportunity for a wide range of stakeholders. Now in the 10th year of collaboration, FedEx and the U.S. Commercial Service helped provide trade education to more than 72,000 businesses. FedEx also invested $6.5 billion in diverse supplier spending, which includes small, minority and women owned businesses.

Environment

FedEx Express improved its vehicle fuel efficiency by an additional 2.5%, bringing the cumulative improvement to 29.5% from a 2005 baseline. Having nearly achieved its goal of 30% by 2020, the company expects to surpass and then revisit that goal in 2015. FedEx also opened two new facilities that generate on-site solar energy, bringing the cumulative total to 11. Together, these solar facilities produced more than 8 million kWh of electricity, avoiding 3,145 metric tons of carbon emissions. FedEx was again recognized in 2014 as one of the Top 25 solar-generating companies in the U.S.

Community
FedEx donated its network and logistics expertise to assist in the movement of more than 140 pallets of vital medical supplies to West Africa to counter the recent Ebola outbreak. Collectively, FedEx provided more than 6.7 million pounds of charitable shipping and more than $45 million in charitable contributions.

People

FORTUNE again ranked FedEx as one of the “World’s Most Admired Companies”. Since 2001, FedEx has ranked among the top 20 in this list that looks at financial performance and corporate reputation. FedEx also ranked among the “40 Best Companies for Diversity” by Black Enterprise Magazine in 2014.

FedEx undertook a robust materiality analysis this year with internal and external stakeholders to help refine its global citizenship strategy and to ensure it continues to address areas of maximum impact. The results of this assessment reconfirmed its current strategy but, in the next year, FedEx plans to again review issues to ensure that the company measures and manages what matters most and moves possibilities forward.